The topic of "management" and nonprofit organizations (NPOs) continues to fascinate scholars. This
paper draws on varying theoretical perspectives to explore their respective contributions to our
knowledge of NPOs. The two longstanding and contrasting disciplines of economics and sociology have
contributed most, traditionally, to the study of NPOs. However, neither of these disciplines has
resolved all the dilemmas associated with NPOs. The standard economic model does not apply well to the
distinctive non-market situation of NPOs. The sociological perspectives offer interesting insight, but
fail to develop plans of action for NPOs. However, both of these traditional perspectives are starting
to be eclipsed by the focus on marketing research.

Management practices in the nonprofit sector have been changing over the last decade. Many
nonprofit organizations are now mimicking the management techniques of for-profit organizations.
Referring to prevailing economic, psychological, and management theories, this paper deals with
pay-for-performance plans and specifies reasons for their introduction into nonprofit organizations. The
determinants of pay-for-performance effectiveness are analyzed with special emphasis on the motivational
determinants. The results of the analysis are incorporated into a model of pay-for-performance
effectiveness. Referring to theoretical reasoning as well as empirical studies, this paper analyzes how
the motivational determinants of pay-for-performance effectiveness are coined in different types of
nonprofit organizations. The paper ends with a discussion in which the author presents an alternative
explanation for the introduction of pay-for-performance plans into nonprofit organizations and some
suggestions for future research.

This paper argues that strategic management of a public interest organization not only needs to be
aimed at the interests it represents, but it also has to incorporate the organization's internal
workings. The functioning of a public interest organization is seen to suffer from a primary dilemma of
membership and influence and a secondary dilemma of representation and control. If these dilemmas are
not handled adequately, the public interest organization will suffer from a vicious circle of
contradiction and conflict, eventually threatening the organization's long-term viability. A case study
is elaborated to empirically underpin this proposition.

Determinants of Charitable Donations to Large U.S. Higher Education, Hospital, and Scientific
Research NPOs: New Evidence from Panel DataNicholas P. Marudas and Fred A. Jacobs

We provide improved evidence on effects that fundraising, government support, and program revenue
of U.S. higher education, hospital, and scientific research nonprofit organizations (NPOs) have on
donations to those NPOs and provide improved estimates of price elasticities of donations to, and donor
demand for, output of those NPOs. Applying econometric tests, we find the best-specified model is
two-way fixed effects, which controls for organization-specific and time-specific factors. Results
suggest that U.S. higher education, hospital, and scientific research NPOs fundraise to the point where
the marginal fundraising dollar brings in zero dollars of donations, donor demand for output of
hospitals and scientific research NPOs is price inelastic and price elastic, respectively, and results
are not sensitive to specification of price.

Differences in the Donor Behavior Characteristics of Young Affluent Males and Females: Empirical
Evidence from BritainRita Kottasz

The objectives of this study were to obtain a deeper understanding of the donor behavior
characteristics of young affluent individuals; and to ascertain whether young affluent women differed
significantly from young affluent males in their approaches to philanthropy. Two hundred and seventeen
investment bankers, accountants and corporate lawyers, aged under 40 years, earning more than £50,000
annually and working in the City of London were questioned about their attitudes and behavior in
relation to charitable giving. Significant differences emerged between the donor behavior
characteristics of males and females. A conjoint analysis revealed that whereas men were more interested
in donating to the arts sector in return for "social" rewards (invitations to gala events and black tie
dinners, for example), women had strong predilections to give to "people" charities and sought personal
recognition from the charity to which they donated.